P-176 Social and Health Care Top Managers´ Perceptions and AIms of Strategic Work Ability Management in the Midst of Change

Introduction Top managers’ understanding of work ability management (WAM) may influence how work ability support processes are implemented in organizations. We studied how top managers defined WAM, what were their aims for WAM and whether these aims were at a strategic level. Methods Altogether 28 semi-structured interviews were conducted with top managers in Finnish social and health care organizations in 2019-2021 and analyzed inductively using qualitative thematic analysis. Results Top managers´ defined WAM mainly multidimensionally and two aims were identified: to support work ability 1) at the individual level and 2) at the organizational level. The aims at the individual level were to anticipate declines in health and functional capacity, to support workers already experiencing declines, to develop competence, and to manage the impact of changes on work ability. At the organizational level, the aims were to improve the availability and retention of personnel, to ensure the flow of work, and to increase trust and create shared values. The aims were described as being at a strategic level, but this was not yet realized in the organizations because the actions were reactive rather than proactive. Discussion Often the aim of WAM is to achieve financial savings from the disability costs. However, instead of this, the availability of employees and securing the workflow were highlighted as the aims of WAM. Conclusion Top managers´ multidimensional perception of WAM, the emphasis on proactive measures, and the strategic level aims are crucial and require the commitment of the top managers to strategic WAM, especially in times of constant changes.